Employee Perceived Effect of Leadership Training: Comparing Public and Private Organizations

An, Seung‐Ho; Meier, Kenneth J.; Bøllingtoft, Anne; Andersen, Lotte Bøgh

doi:10.1080/10967494.2018.1497739

Cited by 25 publications

(23 citation statements)

References 57 publications

(57 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Table 1 shows the topics studied. The most frequently studied topic is performance (e.g., Andersen and Larsen 2016; Andersen and Moynihan 2018), with 19 percent of the published field experiments, followed by leadership, which experienced a surge due to the LEAP project, in which researchers from Aarhus University provided leadership training to public managers to examine the effects of transformational and transactional leadership on organizational outcomes (e.g., An et al 2019; Jensen 2018). Another 17 percent of the field experiments identified in this review study leadership, and 14 percent of the field experiments are focused on coproduction (e.g., Jakobsen 2013; Jakobsen and Andersen 2013a).…”

Section: Resultsmentioning

confidence: 99%

“…We were not able to find any public administration field experiments that explicitly stated that they were double blinded. However, we did find that scholars in the LEAP project sought to standardize their treatments to make the excludability assumption more likely (e.g., An et al 2019; Jensen 2018). The experimenters agreed on the content and presentation of leadership training before they treated public managers with a training in transformational or transactional leadership (Jensen 2018).…”

Section: Considerations In Field Experimentsmentioning

confidence: 86%

See 1 more Smart Citation

A Systematic Review of Field Experiments in Public Administration

Hansen

Tummers

2020

Public Administration Review

View full text Add to dashboard Cite

Field experiments have become popular in public administration. By allowing for the identification of causal effects in realistic settings, field experiments may become central in several research agendas of relevance to the field. Conducting field experiments is difficult and problems often occur along the way. However, researchers new to the method have few resources in public administration to consider the problems that arise when conducting field experiments. This systematic review identifies 42 field experiments in public administration and serves as an introduction to field experiments in public administration. The article discusses how field experiments developed over time and highlights trends in field experimentation in public administration. It then discusses issues to consider when designing field experiments. Among these are costs, practicality, ethics, and validity. Finally, the authors suggest a future research agenda for public administration field experiments. Evidence for Practice • Field experiments have high value for public administration scholars and practitioners, as they may allow for causal inference in real-world settings. • Field experiments are often difficult to conduct. • Researchers and practitioners conducting field experiments should consider, among other things, the costs, practicality, ethics, and validity of their studies.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Considerations In Field Experimentsmentioning

confidence: 86%

A Systematic Review of Field Experiments in Public Administration

Hansen

Tummers

2020

Public Administration Review

View full text Add to dashboard Cite

show abstract

“…We suggest one possibility to examine the differences: investigating sectoral differences. Given the differences in human resources management processes and in availability of monetary rewards between public and private organizations (An, Meier, Bøllingtoft, & Andersen, 2018), such endeavor not only contributes to more nuanced understanding of the relationship between transactional leadership and employee satisfaction but also helps distinguish differences in public and private sector leadership.…”

Section: Discussionmentioning

confidence: 99%

Leadership and Job Satisfaction: Addressing Endogeneity With Panel Data From a Field Experiment

Meier

Ladenburg

et al. 2019

Review of Public Personnel Administration

Self Cite

View full text Add to dashboard Cite

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.

show abstract

“…Results from a meta-analysis show that constructive (i.e., transformational) leadership is more common in the public sector than in the private sector (Lowe et al, 1996). These results have been explained mainly by the fact that leaders in the public sector are more limited in terms of motivational tools (e.g., rewards), and instead, must rely more on normative appeals and creating an attractive vision (An et al, 2019). However, there has been no such comparison of prevalence rates between the public and private sectors in terms of destructive leadership.…”

Section: Prevalence Of Destructive Leadership Behaviorsmentioning

confidence: 99%

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden

et al. 2021

View full text Add to dashboard Cite

There is a growing awareness that destructive leadership has a significant negative impact on employe outcomes. However, little is known about the content and dimensionality of this multidimensional concept, and there are few reliable measures available for organizations and researchers to evaluate these behaviors. Based on a representative sample (N = 1132) of the Swedish workforce, the aim of this study is threefold: first, to examine the factor structure and validity of an easy-to-use multidimensional destructive leadership measure (Destrudo-L)in the general Swedish work context; second, to identify destructive leadership profiles using latent profile analysis (LPA), and determine in what way they are related to employe outcomes; third, to examine the prevalence of destructive leadership using population weights to estimate responses of a population total in the Swedish workforce (N = 3100282). Our analysis supported the structural validity of Destrudo-L, reflecting both a global factor and specific subdimensions. We identified seven unique destructive leadership profiles along a passive and active continuum of destructive leadership behaviors, with the active showing a less favorable relation to employe outcomes. Finally, we found that a substantial proportion of the Swedish workforce report being exposed to destructive leadership (36.4–43.5%, depending on method used). Active destructive leadership was more common in the public sector and passive destructive leadership in the private. Given the potentially severe effects and the commonness of these behaviors, we argue that organizations should work actively with strategies to identify and intervene, to prevent and to handle the manifestation of these harmful behaviors.

show abstract

Employee Perceived Effect of Leadership Training: Comparing Public and Private Organizations

Cited by 25 publications

References 57 publications

A Systematic Review of Field Experiments in Public Administration

A Systematic Review of Field Experiments in Public Administration

Leadership and Job Satisfaction: Addressing Endogeneity With Panel Data From a Field Experiment

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden

Contact Info

Product

Resources

About